This document contains 11 pages based on an earlier summary of 85 pages. This document will describe the most important aspects of the mandatory SSCM papers, for further elaboration please see the full summary titled: "Summary Sustainable Supply chain management papers (spring 2021)"
Highlight from mandatory sustainable papers – as short as possible
Montabon (2016). Making sustainability sustainable
The key to instrumental logic is that economic performance is the goal, not sustainability. In the
instrumental logic, the triple bottom line is applied. However, one construct becoming more
environmentally or socially sustainable, influences another such as profits. The emphasis on finding
shared value, win-win outcomes or determining when it pays to be green has certainly moved the
field forwards. However, the instrumental logic dominated by economics, especially manifested as
profits.
The Ecologically Dominant logic is explicit when trade-offs are encountered and is aimed at creating a
truly sustainable supply chain, by prioritising environment then society and only then consider
economics when trade-offs occur.
Arnette (2014). Design for sustainability (DFS): The intersection of supply chain and
environment
The original “Desing for” approaches were created as a means of making the operations and
production aspects of product creation more efficient and reducing time, cost, and errors. DFX
techniques were developed to proactively manage these issues.
• Design for Manufacturing and Assembly (DFMA)
o Design for Assembly (DFA)
o Design for Manufacture (DFM)
o Design for Flexibility (DFF)
▪ Design for Mass Customization (DFMaCu)
▪ Design for Modularity (DFMod)
▪ Design for Quality (DFQ)
▪ Design for Reliability (DFRb)
• Design for Disassembly (DFD)
• Design for Serviceability (DFSv)
• Design for Cost (DFC)
• Design for Supply Chain (DFSC)
o Design for Procurement (DFP)
o Design for Logistics (DFL)
o Design for Reverse Logistics (DFRL)
o Design for Supportability (DFSp)
DFX in the Ecological Dimension:
• Design for Recyclability (DFR)
• Design for Remanufacture (DFRem)
• Design for Life-Cycle (DFLC)
• Design for Environment (DFE)
o Design for Chronic Risk Reduction (DFCCR)
o Design for Energy Conservation (DFEC)
o Design for Material Conservation (DFMC)
o Design for Water minimization and Recovery (DFWMR)
o Design for Remanufacture, Reuse, and Recycle (DF3R)
▪ Design for Reuse (DFRu)
, ▪ Design for Remanufacture (DFRem)
▪ Design for Recycling (DFR)
Integrated DFX approaches:
• Design for Social Responsibility (DFSR)
The three dimensions DFSC (economics), DFE (environment), and DFSR (equity) influence each other.
Lampikoski (2014). Green innovation games: value-creation strategies for corporate
sustainability
Four green innovation games:
Characteristic Rationality Game Collaboration Radical Game Clarity Game
Game
Type Evolutionary Evolutionary Revolutionary Revolutionary
autonomous systemic autonomous systemic
innovation innovation innovation
Dominant Logic -Productivity -Improving -Exploration for -Defining new
improvements partner new value- meanings for
through better interaction to creation logic corporate
practices, processes scale up eco- and business sustainability
and technologies efficiency models -Legitimizing
-Resource efficiency -Reshaping -Seeking new value-
by reducing waste, value exchange opportunities creation logic
energy, water use, for disruptive with firms,
and CO2 emissions technologies ecosystems, and
industries
Barriers -Lack of urgency -Networking -Lack of funds -Lack of strong
-Misperceived costs of and learning to and skills storytellers and
greening play with -Lack of visionaries
-Moving beyond the outsiders permission to -Uninspiring
one percent -Trust and the try and fail purpose and
fear of losing -Inadequate vision
control conditions for -Lack of
radical endurance
experimentation
Outcomes -Cost Reduction in -Increased co- -Improved profit -Reinvented
operations operation with margins via vision, mission,
-Highlighting existing customers, category- and purpose of
or latent green suppliers, NGOs, changing a firm
attributes in one’s and innovations -Changing the
production portfolio policymakers -Entry into new rules of an
-Launching simple -Co-creating markets before industry
business practices and new standards competitors -
methods for an industry, -New Institutionalizing
resulting in an combinations of sustainability
overflow of social, within a field
competing environmental, -First mover
standards and financial advantages and
-Leapfrogging benefits disadvantages
competitors in
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